Timothy M. Madden

In good company: The impact of perceived organizational support and positive relationships at work on turnover intentions

Purpose – This paper aims to explore the relationships among perceived organizational support, positive relationships at work and intent to turnover through a social exchange theory lens. The main contribution of this paper is the investigation of different types of positive workplace relationships on employee withdrawal behaviors. Design/methodology/approach – A 49-item survey was developed through a review of literature related to positive workplace relationships and intent to turnover. Surveys were made available to 200 healthcare employees; 73 surveys were accurately completed and used to test a mediated model of positive relationships at work. Findings – Positive relationships at work were found to have a mediating effect between perceived organizational support and intent to turnover. Additionally, perceived organizational support was found to have direct and indirect effects on intent to turnover. Practical implications – Managers can affect employees’ intentions to turnover by improving practices ...

Towards Understanding Organizational Relationships with Stakeholders: Strategic Caring Construct

This study identifies and develops a new organizational construct, strategic caring, defined as actions taken by top managers with respect to stakeholder relationships to improve the well-being of both the stakeholders and an organization. This construct is based on a review of the multidisciplinary caring literature from which a definition of individual caring was developed through a systematic content analysis. This definition was then translated into an organizational-level construct by drawing upon various disciplines’ views on how organizations can and should respond to stakeholder demands and claims. Strategic caring focuses on the organization’s overall orientation towards its stakeholders and guides organizational leaders as they seek to meet a wide variety of stakeholder demands.

The Institutional Logics of Firm Survival Following Merger and Acquisition Transactions

We develop a typology of merger and acquisition transactions and describe the institutional logics and carriers that indicate each type of transaction. Drawing from an institutional theory framework, we connect the three pillars of institutional logics—regulative, normative, and cultural-cognitive—to institutional carriers specific to merger and acquisition transactions, namely strategic intent, corporate name retention, and top management team composition, respectively. We then describe six types of merger and acquisition transactions indicated by unique combinations of logics and discuss how the reconciliation, or non-reconciliation, of their sometimes-conflicting logics affects the transaction. Further, we explain the firm survival outcomes for each type of merger and acquisition transaction. We conclude with a discussion of the implications of our typology for theory, practice, and research.